SUCCESSION

MANAGEMENT
Kamal Uddin Ahmed Ph.D.

NSU MBA SHRP HRM 602 Summer 17 Tuesday 24 June,

2017
 Succession Management
Executives of any organization must
. develop the next generation of
leaders
SM refers to the process of ensuring
that pools of skilled employees are
trained and available to meet the
strategic objectives of the
organization
SM consists of a process of
identifying employees who have the
potential to assume key positions in
the organizations and preparing them
for these positions
.

Process of ensuring that pools of

skilled employees are trained and
available to meet the strategic
objectives of the organization
Identification of talent is always
paired with ongoing programs to
develop that talent
SM ensures generation of employees
continuity in leadership and develops
next
The ultimate test of good
management is SM, ensuring that
there is a replacement for even the
topmost executive
Orgs must prepare for expected and
unexpected turnovers, for key player
to die, retire or quit
 Never nurturing next generation leaders
firm never realizes potential
good employees have to work long hours because of no
skilled replacements to relieve them
Organizations not capable of weathering management
changes will not survive
Cannot cope with effects of downsizing
Cannot reduce headcounts to essential workers
Cannot encourage the advancement of diverse groups
 Evolution of SM

Replacement planning is the process of finding replacement

employees for key managerial positions
Replacement planning to evolve into succession management by
Broadening the focus
Expanding the time horizon
Creating a talent pool of replacement
Improving the evaluation system
Broader Focus
Focus of RP was job having a replacement if died, retired or quit
Periodically updated table of employees who might be nominated if need arose
High potential candidates replacement track stars ready to step into vacant
positions set off a chain effect throughout the organization
Codes PN (promotable now), RD (ready with development)
Planning depended on stable future, KSAs of future managers looked pretty much
like current
Jobs of the next 5-10 yrs were assumed to be identical to the existing jobs
Orgl structures unchanging, no new jobs in the horizon
Such scenario does not exist in most of the companies

Focus of SM is strategy of the organization

Employees are selected based on long term goals
Development plans for employees are aligned with strategic plans not position
replacements
Time horizon

Traditional-immediate and short term

replacements
A strategic focus of under one year is a
business as usual
SM looks at a longer term
Rather than identifying a replacement SM
identify talent pools
Talent pools
Traditional model of HRP succession as passing of the baton to
next runner
Flatter orgs with fewer apprentices cannot rely on emerged leader
Avoid the crown prince syndrome
A pool of talented leadership for next generation
A talent pool is a corporate resource not the property of
individual organizational units
Evolution from personnel planning to SM a model within orgl
context of global competition, envl turbulence, de-layered orgs and
new technologies
SM approach should not only depend on internal candidates but
also track external candidates
New skills and ideas flow into organization
Box 10.4 internal versus external candidates
Rating system

Traditional planning identification of replacement

people by a single rater succession out of date and
unreliable
In SM approach several raters give current evaluations
increasing use of 360 degree feedback mechanisms
Box 10.5 comparison of replacement planning with
succession management
Succession Management Process
1.Align Succession Management Plans with Strategy
2.Identify the skills and competencies needed to meet strategic objectives
1. Job based approach
2. Competency based approach
3.Identify high-potential employees
1. Temporary replacements
2. Replacement charts
3. Strategic replacement
4. Talent management culture
4.Provide developmental opportunities and experiences
1. Management development methods
2. Promotions
3. Job rotations
4. Special assignments
5. Formal training and development
6. Mentoring and coaching
5.Monitoring Succession Management
Succession Management Soft
Spots

Elitism
Risk of the Spotlight
Selection Bias
Unpredictable Futures
Succession Management at Air Canada

Link SM with Strategic Goals of the org

Identify the competencies needed
Identify the high-potential employees
Develop the high potential employees
Measure the results